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The Nvidia Way书摘

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1、NVIDIA最大的敌人不是来自外界,而是它自己:We launched into a wide-ranging discussion of the company’s history. Jensen knows that many of his former employees look back on Nvidia’s beginnings with nostalgia. But he resists overly positive accounts of Nvidia’s start-up period—and his own missteps.  “When we were younger, Tae, we sucked at a lot of things. Nvidia wasn’t a great company on day one. We made it great over thirty-one years. It didn’t come out great,” he said. “You didn’t build NV1 because you were great. You didn’t build NV2 because you were great,” he said, referring to the company’s first two chip designs, both of which were flops that nearly killed Nvidia. “We survived ourselves. We were our own worst enemy.”   There were several more near-death experiences. But each time, amid the stress and the pressure, the company learned from its mistakes. It retained a core of die-hard employees, many of whom remain in the fold to this day. 2、NVIDIA成功的最关键要素——独特的组织架构设计和工作文化:Through these int...

跨界的危险

最近几个月断断续续在读介绍 NVIDIA 和黄教主发家史的传记: The Nvidia Way: Jensen Huang and the Making of a Tech Giant 。虽说整本书读下来就像一篇巨长的科技报道,有极强的流水账之感,不过还是有不少值得自己深思的地方。后面会陆陆续续记一些下来,这篇主要是针对第 10 章 The Engineer‘s Mind 中四位 CEO 的经历谈谈跨界的危险:当一位不太懂技术的领导者领导一家技术公司时可能出现的问题。 首先是 Gerald Levin。他于 2000 年主导了著名网络公司美国线上(AOL,America Online)与时代华纳(Time Warner)的合并,维基百科把这次合并称为“the biggest train wreck in the history of corporate America”。在 The Nvidia Way 中,当作者询问 Levin 关于他打算如何使用合并后企业的技术和平台时,他只是一个劲地在向作者介绍 AOL Instant Messenger(一款即时通讯软件) 功能是如何如何强大,并不了解 AOL 的产品实际是如何运作的,因此作者便合理地怀疑这位不太懂技术的企业经理人(business executive)能否掌舵 AOL 这艘巨轮。从 AOL 合并结果来看,作者的担心得到了印证。 第二位是曾任微软 CEO 的 Steve Ballmer。对于 NBA 球迷来说,他比较知名的一个身份就是洛杉矶快船队老板。实际上 Ballmer 的身份不止这一个:他曾在宝洁(Procter & Gamble)做过市场经理,后来在斯坦福读了 MBA,1980 年比尔盖茨则亲自将其招募麾下。虽然 Ballmer 有丰富的市场经验,但是在技术领域却是个小白。2000 年他代替比尔盖茨成为了 CEO,但作者提到在任职期间 Ballmer 不仅错过了移动计算(主要是智能手机和平板电脑),而且还发起了一系列失败的收购(包括针对 aQuantive 和诺基亚),Ballmer 在微软任职的十四年内微软的股票下跌了 30%多。 第三位是曾任苹果 CEO 的 John Sculley。可能有的人听说过“你是想卖一辈子糖水,还是想要改变世界”这句话,其实就是乔布斯当年招募 Sculley 来...